Top Ceo Muhammad Yunus

8/13/2019 Top Ceo Muhammad Yunus

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TOP CEO

MUHAMMAD YUNUSPRESENTION BY ATHALIA

OCHIENG


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Who is a Leader

Leadership refers to the ability of an individual

to influence, guide and teach other people and

to use this influence to bring about positive

change. A leader is able to influence people

through the ideas that he shares and also by his

deeds.


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Leadership is important in all areas of

interaction within communities. Leaders are

made or developed by their experiences,

knowledge acquired through education and by

the actions of their role models.


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QUALITIES OF A LEADER

Qualities of a leader include integrity, honesty,

and people building skills. A leader must also

have job knowledge, which involves knowing

which direction to take at the right time, and the

practical ability of problem solving.


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BRIEF BACKGROUND

Muhammad Yunus is the founder and CEO of

Grameen Bank, which he established in

Bangladesh in 1983. Grameen Bank means

village bank. He had the idea and beliefthatcredit is a fundamental human right and should

be accessible by all.


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MUHAMMADS OBJECTIVE

His objective was to provide credit facilities to

as many low income and unemployed people as

possible

in order to improve the quality of their lives

and to give them the opportunity to live with

dignity.


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His Role Model

Muhammed was influencedby his mothers

love for helping the poor, and her willingness to

share whatever the family had with the less

fortunate. This had a lasting effect on him.


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Humble beginnings

He introduced the idea of micro-credit to a

small group of basket weavers in his home town,

starting with a loan of 27 dollars. The initiative

has been accepted, lauded and adapted at globallevel. Micro Credit is defined as extending

small loans to very poor people for self-

employment projects that generate incomeallowing them to care for themselves and their

families. (Micro Credit Summit, February 1997)


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As an agent of change, his goal was to help

poor people assess funding without the burden

of providing collateral. This was introduced in

consultation with recipients of loans whocommit to adopting and internalize sixteen (16)

decisions on the direction they want their lives

to take.


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16 DECISIONS

We shall follow and advance the four principles

of Grameen Bank --- Discipline, Unity, Courage

and Hard workin all walks of out lives.

Prosperity we shall bring to our families

We shall not live in dilapidated houses. We shall

repair our houses and work towards

constructing new houses at the earliest.


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16 DECISIONS

We shall grow vegetables all the year round. We

shall eat plenty of them and sell the surplus.

During the plantation seasons, we shall plant as

many seedlings as possible.

We shall plan to keep our families small. We

shall minimize our expenditures. We shall look

after our health.

We shall educate our children and ensure that

they can earn to pay for their education.


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CONTINUED

We shall always keep our children and the

environment clean.

We shall build and use pit-latrines.

We shall drink water from tubewells. If it is not

available, we shall boil water or use alum.

We shall not take any dowry at our sons'weddings, neither shall we give any dowry at our

daughters wedding. We shall keep our centre

free from the curse of dowry. We shall not

practice child marriage.


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We shall not inflict any injustice on anyone,

neither shall we allow anyone to do so.

We shall collectively undertake bigger

investments for higher incomes.

We shall always be ready to help each other. If

anyone is in difficulty, we shall all help him or

her.

If we come to know of any breach of discipline

in any centre, we shall all go there and help

restore discipline.


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We shall take part in all social activities

collectively.


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Concern for people

It is not just the technicalities of accessing loans,

and repayments but Muhammed Yunus took the

human factor into consideration. The 16

decisions empowers borrowers and gives themthe will to succeed. This leader uses his influence

to bring about social change.


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Muhammeds ability to energizewhole villages,

for positive change is recognized throughout the

world. This is evidenced by the number and

diversity of awards and accolades he hasreceived for his innovativeideas.


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Start with the problem rather than the solution:

a credit system must be based on a survey of the

social background rather than on a pre-

established banking technique.

2. Adopt a progressive attitude: development is

a long-term process which depends on the

aspirations and committment of the economic


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Make sure that the credit system serves the poor,

and not vice-versa: credit officers visit the

villages, enabling them to get to know the

borrowers.

4. Establish priorities for action vis-a-vis to the

the target population: serve the most poverty-

stricken people needing investment resources,who have no access to credit.


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At the beginning, restrict credit to income-

generating production operations, freely selected

by the borrower. Make it possible for the

borrower to be able to repay the loan.

6. Lean on solidarity groups: small informal

groups consisting of co-opted members coming

from the same background and trusting eachother.


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Associate savings with credit without it being

necessarily a prerequisite.

8. Combine close monitoring of borrowers with

procedures which are simple and standardised as

possible.

9. Do everything possible to ensure the system's

financial balance.


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Invest in human resources: training leaders will

provide them with real development ethics

based on rigour, creativity, understanding and

respect for the rural environment.


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recognition

He has received seventy-seven (77) awards for

his contribution to mankind. These include-

Germany: Vision Award 2007 by Global

Economic Network

USA: Global Citizen of the Year Award, 2006

by Patel Foundation for Global Understanding

Spain:Foundation of Justice, 2005


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UK: World Technology Network Award, 2003

Jordan: King Hussein Humanitarian

Leadership Award, 2000, by King Hussein

Foundation

Australia: Sydney Peace Prize, 1998,by the

Sydney Peace Foundation


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Despite having worldwide recognition of his

achievements, Muhammed Yunus is more

interested in developing other people. He does

this by providing an enabling environment forpeople who want to learn more about micro-

credit and the Grameen Bank. Training

programs are not rigid but are tailored to suit theneeds of interested persons and institutions.


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Members of the press and media are givenopportunities to make documentaries on thework of Grameen Bank. Researchers are also

welcome to conduct research according to theirown objectives for any duration of time. All thisis done with the aim of getting as many peopleto know about micro-credit as possible, and for

them to develop their own models. Studentsfrom all over the world can join as unpaidinterns at Grameen Bank.


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There are annual evaluations of the microcreditprogramme to see if the economic situation of theparticipants is improving.

Ten indicators have been developed to evaluate povertylevel of borrowers. These include-

quality and cleanliness of the water used by the families,

ability of parents to send their children to primary

school, Ability of the family to have three square meals a day,

Ability of families to afford health care.


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The Grameen Bank has grown from having

.15,000 borrowers in 80 to over 7. 93 million

members in 2009. The success of this approach

reflects the quality of management andleadership provided by Muhammed Yunus.

Strategies employed by the bank ensures that

there is minimum rate of default. 98% ofrepayments are made.


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CONCLUSION

The quality of leadership, more than any single

factor, determines the success or failure of an

organisation (Fred Fielder and Martin

Chemers)

Muhammad Yunus is both a good manager and

leader

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